2010
DOI: 10.1097/phh.0b013e3181c2c7e0
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Realizing Transformational Change Through Quality Improvement in Public Health

Abstract: The successful transformational change effort always occurs from the top-down, while the process improvement occurs from the bottom-up. Transformational change is possible in public health departments when small incremental improvements are linked with large-scale management changes to continually improve public health performance resulting in better population outcomes.

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Cited by 40 publications
(28 citation statements)
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“…data were identified by the local DGP or ML as those that were more likely to be able to provide good quality data and that had an interest in Indigenous health, and the AHSs in many of the sites were recognised to be relatively well organised and managed; (2) because of the small number of services that provided data regularly for three or more cycles, it was not possible to do more detailed meaningful analysis of change between cycles; and (3) the difficulty in some locations of identifying key informants in health services and support organisations who had knowledge and experience of the operation of EHRs over the time frame of the project. This study limitation is inherent in the study finding regarding limited staff capability in the effective use of EHRs, which is consistent with other research that identifies staff skills and confidence as being an important limitation on effective use of EHRs (Majeed et al 2008;Kelly et al 2009;Riley et al 2010;Black et al 2011;Coiera 2013).…”
Section: Discussionsupporting
confidence: 51%
“…data were identified by the local DGP or ML as those that were more likely to be able to provide good quality data and that had an interest in Indigenous health, and the AHSs in many of the sites were recognised to be relatively well organised and managed; (2) because of the small number of services that provided data regularly for three or more cycles, it was not possible to do more detailed meaningful analysis of change between cycles; and (3) the difficulty in some locations of identifying key informants in health services and support organisations who had knowledge and experience of the operation of EHRs over the time frame of the project. This study limitation is inherent in the study finding regarding limited staff capability in the effective use of EHRs, which is consistent with other research that identifies staff skills and confidence as being an important limitation on effective use of EHRs (Majeed et al 2008;Kelly et al 2009;Riley et al 2010;Black et al 2011;Coiera 2013).…”
Section: Discussionsupporting
confidence: 51%
“…6,15 In our results, only 1 regression model included barriers to implementing QI, indicating that the barriers we studied had a limited effect on participants' abilities to implement QI projects. Other QI resources accessed was the most predominant control variable included in our regression models.…”
Section: • Discussionmentioning
confidence: 87%
“…Although training LHD employees in QI approaches and tools is critical to ensure that the agency has the capacity to conduct this work, transformational change in the LHD culture to implement QI is required to assure the necessary foundation for QI implementation and success. 6 Workforce development training has been characterized by levels of cognitive learning whereby participant knowledge, skill, and ability to perform specific tasks increase as the level of instruction and opportunities to practice skills increase. 7,8 Basic learning approaches are designed to increase content knowledge, awareness, and understanding.…”
mentioning
confidence: 99%
“…[6][7][8][9] The following factors contributed to successes in integrating QI at OCHD: r A top-down approach with strong support and vision to devote resources to the QI summit. The core administrative team and the senior staff members are encouraged to promote the culture of QI in routine activities.…”
Section: • Discussionmentioning
confidence: 98%